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  • Introducing the framework
    • Context
    • Definitions
    • Development of the framework
    • Who is the framework for?
  • Framework overview
    • Framework at a glance
  • Engage and convene
    • Stage outline
    • Activities
    • Supporting tools
  • Understand and plan
    • Stage outline
    • Activities
    • Supporting tools
  • Develop
    • Stage outline
    • Activities
    • Supporting tools
  • Learn and publish
    • Stage outline
    • Activities
    • Supporting tools
  • Implement
    • Stage outline
    • Activities
    • Supporting tools
  • Appendix one - Engagement protocol
    • Prioritisation matrix
    • Support tiers
    • Interaction process map
  • Appendix two - Governance and accountability structure guidance
    • Governance and accountability structures
  • Appendix three - MEL framework
    • Overview
    • Step by step guide
  • Appendix four - Data requirements framework
    • Data requirements framework
  • Appendix five - Use case template
    • Problem statement template
    • Use case prioritisation decision-making matrix
  • Appendix six - Funding model guidance
    • Funding model guidance
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  1. Introducing the framework

Context

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Last updated 6 months ago

OpenActive (OA) is a community-led initiative for the sport and physical activity sector. It is run by a community of volunteers, and is backed by grant funding from Sport England and Department for Digital, Culture, Media and Sport (DCMS), and stewarded by the Open Data Institute (ODI).

The primary use case for OA is to make it easier for people to find and book activities online in the model of other sectors such as travel and fast food.

‘Our aim is to make it as easy to find and book a tennis court as it is to book a hotel room.’

An independent review in 2021 by the Open Data Services Co-operative (ODSC), recommended that OA should:

  • ‘explore the alternative value propositions that OpenActive could provide (while maintaining growth for the original ‘find and book’ use cases).’

  • ‘engage in ongoing and periodic evaluations of its mission and operational strategy that allow for a shift to more effective and focused approaches in the short-term and for major shifts in activity as required.’

The current OA logic model shows this broader ambition:

As OA evolves, the initiative wants to refine its approach to achieve greater social impact and meet the needs of a wider range of users. The aim of this framework is to create a consistent approach that any organisation in the OA community can use to more easily identify and collaborate with other organisations sharing similar interests and objectives, and deliver focused use cases that meet the needs of specific users.

Using a common use case framework, including a common approach to Monitoring, Evaluation and Learning (MEL), will help to build a shared evidence base for the OA Community, creating alternative value propositions, improving the quality of the data infrastructure and demonstrating the impact of the initiative as a whole.

Page cover image
Logic model showing strategic progression across five columns. Each column has a heading and then more detailed information. Arrows pointing from left to right show the influence of each column on the next one. From left to right the columns are: Column One - Inputs. External and additional funding from public, private and third - sector groups, organisations and communities. Column Two - Activities. Deployment of use cases. Column three - Outputs. One - pilot use cases addressing barriers to opportunity (for example, social prescribing or schools activity). Two - Empirical evidence of impact and added social value. Column Four - Outcomes. One - The sport and physical activity sector is serviced by a truly independent initiative capable of meeting the needs of industry, policy and society. Two - OpenActive becomes integral national data infrastructure that is responsibly maintained and governed. Three - Reduce inequalities to entry in the sport and physical activity sector to improve the population’s health and wellbeing. Including those historically under-serviced in the sector. Column Five - Impact. One - The sport and physical activity sector is embedded in key health and wellbeing, economic, and digital and data strategy and emerging policy. Two - Reduce inactivity in the population post COVID-19 and critically increase levels of activity within disproportionately affected demographics: children and young people, older people, women and girls, people from lower socio-economic groups, disabled people, and ethnically diverse communities.
Snapshot of full logic model, for more information read; Improving impact: Our approach to monitoring, evaluation and learning